Palawan State University

College of Business and Accountancy

Masters of Arts in Management

Human Resource Development Class Report

TRAINING AND DEVELOPMENT

Submitted to:
Dr. Eva Jimenez

Submitted by:

Jester Roque

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 TRAINING AND DEVELOPMENT

Training and development is the field concerned with organizational activity aimed
at enhancing the performance of individuals and groups in organizational settings.
Training and development refers to organized learning activities in the organization
to improve performance and / or personal growth for the purpose of improving job,
the employee and the organization

The need for Training and Development is determined by the employee’s

performance deficiency, computed as follows.

Training & Development Need = Standard Performance – Actual Performance

Training: Training refers to the process of imparting specific skills. An employee

undergoing training is presumed to have had some formal education. No training
program is complete without an element of education. Hence we can say that
Training is offered to operatives.

Education: It is a theoretical learning in classrooms. The purpose of education is to

teach theoretical concepts and develop a sense of reasoning and judgment. That
any training and development program must contain an element of education is
well understood by HR Specialists.

Development: Development means those learning opportunities designed to help

employees to grow. Development is not primarily skills oriented. Instead it provides
the general knowledge and attitudes, which will be helpful to employers in higher
positions. Efforts towards development often depend on personal drive and
ambition. Development activities such as those supplied by management
development programs are generally voluntary in nature. Development provides
knowledge about business environment, management principles and techniques,
human relations, specific industry analysis and the like is useful for better
management of a company

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TRAINING
-as a planned effort by the company to facilitate employees’ learning of job related
competencies.
-by Noe, Hollenbeck, Gerhart & Write

Training Development

Focuses on learning the necessary skills required to Focuses in the preparation needed for future jobs
perform a job. Training is skills focused or jobs than an individual may potentially hold in
the future, and is evaluated against those job.

Training is presumed to have a formal education Development is creating learning abilities

Training needs depend upon lack or deficiency in Development is not education dependent
skills

Trainings are generally need based Development depends on personal drive and
ambition

Training is a narrower concept focused on job Development is voluntary

related skills

Training may not include development Development is a broader concept focused on

personality development

Training is aimed at improving job related Focuses in the preparation needed for future jobs
efficiency and performance or jobs than an individual may potentially hold in
the future, and is evaluated against those job.

TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT

1. When a performance appraisal indicates performance improvement is needed.
2. To benchmark the status of improvement so far in a performance improvement
effort.
3. As part of an overall professional development program.
4. As part of succession planning to help an employee eligible for a planned change
in role in the organization.
5. To “pilot” or test the operation of a new performance management system.
6. To train about a specific topic such as computer skills, quality assurance,
communications, supervisory, customer service, human relations, how to handle a
grievance and discipline, labor relations, safety, negotiations, and many other.

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SPECIFIC BENEFITS FROM THE EMPLOYEE TRAINING AND DEVELOPMENT
Training and development opens the floodgate to many benefits inuring to the
organization. Among them are:

1. Increased job satisfaction and morale.

2. Increased employee motivation.
3. Increased effectiveness in processes, resulting in financial gain.
4. Increased capacity to adopt to new technologies and methods.
5. Increased innovation in strategies and products.
6. Reduced employee turnover (since training increases job satisfaction and
employee morale and motivation, and enhances career growth, employee turnover
is minimized)
7. Enhanced company image
8. Improved risk management and ethical behaviour in business

CAVEAT ON TRAINING
 Not the answer to all problems in the company.
 Tendency of some organizations to buy “off the shelves” training programs
without considering their relevance or direct applicability to their needs.
 Unexpected machine / equipment breakdown

The cause and effect problem analysis should be first be applied before deciding
whether or not training is the answer.

THE FOUR-STAGE TRAINING CYCLE

STAGE 1: Training Needs Analysis (TNA)

STAGE 2: Planning and Training
STAGE 3: Implementing the Training
STAGE 4: Evaluating the training

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STAGE 1: Training Needs Analysis (TNA)

Organization Analysis
There must be a link between the firm’s strategies / goals and training and
development

Task Analysis
This activity involves identifying the important tasks and job related Knowledge,
Skills and Attributes (KSA) that need to be emphasized in training for employees to
complete their tasks.

Person Analysis
The final phase of the TNA is the employee assessment. This phase identifies gaps
between skills and competencies required of the ob and the actual skills and
competencies possessed by the employees.

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Other Issues on Training Needs Assessment
 Ensuring employees’ readiness for training
 Creating a learning environment
 Ensuring transfer of training

STAGE 2: Planning the Training

A training plan describes the key decisions, tasks and resources needed to develop
a strategy or developing training.

Simple matrix form of the basics components of one training plan

Training Goal Learning Learning Facilities, Budget

Objectives Methods/ Resource
Activities Persons

Overall results To be able Lectures, Facilities include The specific

or capabilities to do as a workshops, the choice of the costs of
to be achieved result of case studies, venue of training, training
by the learning and audio visual should be
implementing activities teambuilding equipment, spelled out
the training the skills sessions. handouts, papers, to comply
plan. required for meals, snacks, with the
the job. transpo/accom, accounting
offsite , choice of procedures
resource persons of the
company

Other Issues in Planning the Training

 Should the training take place on the job or off the job?
 Should it be done by the company or outsourced to a training provider?
 Should it be done inside the company or off-site?
 What kind of training methods should be used?

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STAGE 3: Implementing the Training
To put the training program into effect according to definitive plan or procedure is
called training implementation.

Training Implementation can be segregated into two segments:

 Practical administrative arrangements
 Carrying out the training

STAGE 4: Evaluating the Training

The training process does not end when training is completed. Its effectiveness
must be valuated against its outcome. The outcomes must be related to the
objectives of the training program.

Outside of the trainees’ reactions which are called affective outcomes, results are
evaluated on the following criteria:
1. Learning that occurred
2. Behaviour changes
3. Impact on corporate objectives

CAREER PLANNING
Career planning is the systematic process by which one selects career goals and the
path to these goals and the path to these goals. A career plan is a blue print in
which the entire career of employees is mapped out from the point of their entry
into the point of their retirement from the organization.

CHARACTERISTICS OF CAREER PLANNING:

 Career planning is a process of developing human resources rather than an
event.
 It is not an end itself, but a means of managing people to obtain optimum
results.
 Career planning is a continuous process due to an ever changing
environment.

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  Career planning is an individual’s responsibility, but it is the responsibility of
an organization to provide guidance and counseling to its employees in
planning their careers and in developing and utilizing their knowledge and
skills. Goals of employees should be integrated with organizational goals.
 The basic aim of career planning is integration of individual and
organizational needs.
 To attract and retain the right type of persons in the organization.
 To map out the careers of employees suitable to their ability, and their
willingness to be trained and developed for higher positions.
 To ensure better use of human resource through more satisfied and
productive employees.
 To have a more stable work force by reducing labour turnover and
absenteeism.
 To improve morale, motivation and provide guidance and encourage
employees to fulfill their potentials.

PROCESS OF CAREER PLANNING

 Identifying individual needs and aspirations
 Analyzing career opportunities
 Identifying match and mismatch
 Formulating and implementing strategies
 Reviewing career plans

Career planning generally involves getting to know who you are, what you want,
and how to get there. Keep in mind that career planning is a continuous process
that allows you to move from one stage to another stage as your life changes.

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 COUNSELLING

COUNSELING is defined as discussion of an emotional problem with an employee,

with the general objective of decreasing it.
Therefore, Counseling:
 Deals with an emotional problem.
 Is an act of communication.
 Is generally to understand and/or decrease an employee’s emotional
disorder.
 Can be done by both, the managers and the professionally trained
counselors.

Counseling is a process through which one person helps another by purposeful

conversation in an understanding atmosphere.

Its basic purpose is to assist the individual to make their own decision from among
the choices available to them.

Any condition, on or off the job, may need counseling. These conditions can be
from:
 Job dissatisfaction,
 Resistance to change, or,
 Alienation, Disorientation etc.
 Other major conditions that must be clearly understood are:
 Frustrations,
 Conflicts, or,
 Stress.
 Aggression,
 Apathy,
 Withdrawal,
 Regression,
 Fixation,

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  Physical disorders, or,
 Substituted goals.

Counseling objectives are achieved through performing one of the following

counseling functions:
 Advise.
 Reassure,
 Communicate,
 Release of emotional tensions,
 Clarified thinking, and,
 Reorientation.

Who should do the counseling?

 Supervisors/Managers or (Superiors in hierarchy), Specialists, and
Professional counselors.

Cautions in Counseling:
The counselor’s approach depends upon his own assessment of the situation, and
the personality of the counselee.

According to Eisenberg & Delaney, the aims of Counselling are as follows:

1. Understanding self
2. Making impersonal decisions
3. Setting achievable goals which enhance growth
4. Planning in the present to bring about desired future
5. Effective solutions to personal and interpersonal problems.
6. Coping with difficult situations
7. Controlling self defeating emotions
8. Acquiring effective transaction skills.
9. Acquiring ‘positive self-regard’ and a sense of optimism about one’s own ability
to satisfy one’s basic needs.

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The Counseling Process
Step 1. Describe the changed behavior. Let the employee know that the
organization is concerned with work performance.
Step 2. Get employee comments on the changed behavior and the reason for it.
Confine any negative comments to the employee’s job performance.
Step 3. Agree on a solution. Emphasize confidentiality.
Step 4. Summarize and get a commitment to change.
Step 5. Follow up.

HUMAN RESOURCE IN THE 21ST CENTURY

Training in the 21st Century utilizes tried and true training methodologies combined
with new technologies to enable companies and individuals to evolve proactively
with a changing world.

Employee training in the 21st century increasingly uses distance learning

alternatives of web-based conferencing software and web-based training as well as
learning solutions deployed to mobile devices.

Monody & Noe (2005) elaborated that HRM in 21st century is a process that utilizes
the skills and knowledge of employees in order to achieve organizational goals.
Similarly Tzafrir et al. (2004) explained that it is the responsibility of HR
department to be more focused towards employees’ benefits and concerns because
they play an important role in the success of any organization.

In 70s the HRM division was called “Personnel”, as time move on and it came the
time between 1945-1979 it changed into “Personnel Management” which influenced
upon employee’s legislation and administration. The concept of Human Resource
Management further started to develop in 1990.

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Kamoche (1997) stated that in 21st century HRM includes number of activities such
as conducting job analysis, having concern with personnel needs and wants,
recruitment and selection of efficient people for a particular job, providing training
programs to employees in order to improve employees’ current performance,
providing incentives and benefits to employees, solving disputes between
employees and management, determining wages and salaries, etc.

Integrate:
• 3D learning activities
• Self-paced e-learning workshops
• Real-time Webinars
• Face-to-face interactive training
• Mobile learning applications
• Social learning tools
(e.g., shared documents, internal wikis, Tweetchat etc.), as tools for
collaborative learning
• Communities of practice

FEATURES
Effective training programs supporting the 21st century work force continue to use
traditional classrooms but focus on more personalized approaches to learning and
development.

BENEFITS
Investing in creating on-the-job skills training helps employees gain knowledge and
perform at higher levels in the workplace.

HRM Future Influencing Factors:

 First factor is the increased centrality of people to organizational success.
 The second factor is the focus on whole system and integrated solutions for
the proactive role of HRM.

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  The third factor is the strategic alignment and the impact of 21st century
Human Resource which is integrated by efforts and expectations suggesting
that importance of these factors will increase in the coming years too.
 The last factor is the capacity for change.

Emerging Practices of HRM in 21st Century:

1. Organizational Learning
Is the process of "detection and correction of errors." Organizations’ learning
process consists of four major steps:
Step 1: Knowledge acquisition
Step 2: Knowledge sharing
Step 3: Knowledge interpretation
Step 4: Knowledge memorization

2. Human Capital Management

Human capital management is the approach that perceives employee staffing and
employees as asset or human capital.

3. Counseling
Counseling is the interaction between two individuals.
A critical challenge society faces at the start of the twenty-first century is the
attainment of full employment.
Human Resource Management is concerned with enhanced productivity fully
utilizing the combined talent and skills of the entire workforce of an organization.
Human resources may be broadly defined as the sum total of all the skills and
capabilities

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References:

Ronulfo Payos (2010), Human Resource Management

https://corehr.wordpress.com/tag/difference-between-induction-and-orientation/
Retrieved August 1, 2016
http://www.hrwale.com/tag/induction-checklist/ Retrieved August 1, 2016
http://www.hrwale.com/general-hr/career-planning/ Retrieved August 1, 2016
http://www.hrwale.com/counselling-skills/counseling-strategies/ Retrieved August
1, 2016
http://www.siop.org/tip/backissues/tipjan98/may.aspx Retrieved August 1, 2016
Hassan Danial Aslam, et al (2013) Importance of Human Resource Management in
21st Century: A Theoretical Perspective

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